An Information System Can Be Defined Technically As A Set Of

An Information System Can Be Defined Technically As A Set Of Interr

An information system can be defined technically as a set of interrelated components that collect (or retrieve), process, store, and distribute information to support: a. the creation of new products and services. b. managers analyzing the organization’s raw data. c. communications and data flow. d. decision making and control in an organization.

Inadequate database capacity is an example of the technology dimension of business problems.

Legal and regulatory compliance is an example of the management dimension of business problems.

You are a new manager at a plumbing supply manufacturer where there is an unusually high number of returns for a new aerator for a high-end faucet in production. You determine that the primary cause is the improperly designed die cast for the aerator. This reflects the technology dimension of a business problem.

An important information skill for a marketing major would be: an understanding of online transaction and reporting systems.

A department store implementing a new application to analyze spending levels and cross-reference data to popular clothing styles is supporting a business strategy of: improved decision making.

If you work for a package delivery service in a major metropolitan area experiencing loss of customers, the correct process would be: identify the problem, design alternative solutions, choose the best solution, and then implement the solution.

One of the following is not among the three major categories of business problem solving: organization.

Employees assisting with paperwork at all levels are called: data workers.

Systems especially suited to situations where the procedure for solving a problem may not be fully predefined are: decision support systems.

Executive support systems are designed to support the: long-range planning activities of senior management.

A company’s organizational structure that facilitates productive collaboration typically features an open culture and breadth of collaboration, whereas a strong hierarchy may inhibit it.

Second Life is an example of a: virtual world.

The analytical framework used to understand and evaluate the benefits and uses of collaboration tools is the: Cost/use matrix.

The CPO (Chief Privacy Officer) is responsible for ensuring the company complies with data privacy laws.

A cross-functional business process includes: fulfilling a customer order.

A marketplace force a deep-sea oil rig manufacturer may be least concerned about is: low number of suppliers.

A substitute product of most concern for a cable TV distributor is: the Internet.

Hilton Hotels’ use of customer information software to identify the most profitable customers exemplifies using information systems to: strengthen customer intimacy.

The value chain model: helps a firm identify points at which information technology can most effectively enhance its competitive position.

Support activities of a firm include: organization infrastructure, human resources, technology, and procurement.

Benchmarking: compares the efficiency and effectiveness of your business processes against strict standards.

A virtual company: uses the capabilities of other companies without being physically tied to those companies.

Typically, franchisers develop a single information system at the home base and then replicate it around the world.

The iPad can be seen as a disruptive technology for the: publishing industry.

Paper For Above instruction

Information systems are fundamental to the efficient operation and strategic positioning of modern businesses. They integrate technology, people, processes, and data to create a framework that supports decision-making, coordination, control, analysis, and visualization within organizations. The technical definition of an information system emphasizes its components—hardware, software, data, procedures, and people—that work interdependently to process and distribute information, driving organizational performance and competitive advantage (Laudon & Laudon, 2020).

Understanding the dimensions of business problems—organizational, management, people, and technology—is vital for effective problem-solving. For instance, inadequacies in database capacity highlight technological issues, impacting data processing and storage. Conversely, legal and regulatory compliance relate more to management and organizational policies, illustrating how different problem dimensions overlap within information systems (Turban et al., 2018). Recognizing these dimensions helps managers develop targeted solutions that address root causes rather than superficial symptoms.

The role of technology in business environments is particularly prominent in production settings, such as determining that improperly designed die cast components cause product returns. This exemplifies a technology-related problem where improvements in design and manufacturing technology are necessary. On the other hand, understanding information systems' role in supporting strategic objectives, like analyzing customer spending patterns, underscores their importance in driving decision-making and competitive positioning (O'Brien & Marakas, 2020).

Practitioners in marketing, for example, benefit from skills related to enterprise systems that improve customer insights, product management, and online reporting. Such skills enable marketers to better understand customer behaviors, customize offerings, and respond swiftly to market trends. Consequently, information systems support strategies such as enhancing customer intimacy, developing new products, or creating innovative business models, aligning technology initiatives directly with business goals (McAfee & Brynjolfsson, 2017).

When diagnosing business problems or implementing technological solutions, a systematic approach is essential. The recommended sequence involves identifying the core problem, designing multiple solutions, evaluating these options critically, and then executing the best solution. This process minimizes risks and enhances the likelihood of successful outcomes, emphasizing the iterative and analytical nature of effective problem-solving (Steinbart et al., 2019).

Organizations face challenges across various categories—environment, organization, people, and technology—but only some areas are directly targeted by specific problem-solving strategies. Supporting the organizational structure, such as open cultures or decentralized authority, fosters collaboration and innovation, whereas rigid hierarchies may inhibit effective problem resolution and knowledge sharing (Rainey & Steinbauer, 2021).

The advent of virtual worlds like Second Life exemplifies how digital environments can be used for social networking, training, marketing, and collaboration. Such platforms facilitate new forms of engagement and interaction, transforming traditional business models and expanding organizations’ reach into immersive digital spaces (Dionisio et al., 2013).

Analytical frameworks like the cost/use matrix provide clarity on how organizations can leverage collaboration tools to enhance productivity. By evaluating the costs associated with collaboration against the benefits received, firms can prioritize investments that generate the highest value—supporting more effective decision-making and resource allocation (Lopez et al., 2021).

Data privacy and security are critical governance concerns, with the Chief Privacy Officer (CPO) playing a pivotal role in ensuring compliance with relevant laws and regulations. These legal frameworks protect customer data and uphold corporate reputation, which are integral to maintaining trust in digital commerce (Cavoukian, 2010).

Understanding and optimizing cross-functional business processes such as fulfilling customer orders are fundamental to achieving operational excellence. Such processes cut across multiple departments, requiring coordinated efforts and integrated information systems to maximize efficiency and customer satisfaction (Hitt et al., 2019).

Market forces like competition, supplier availability, and product differentiation influence strategic decisions. For example, oil rig manufacturers may be less concerned about the number of suppliers than about competitors and market entry barriers, which directly impact profitability and market share (Porter, 2008).

For service providers like cable TV distributors, substitutes like the Internet represent significant threats, compelling them to innovate and adapt technologically. In contrast, satellite TV remains a competitive alternative that they must consider for survival strategies (Tucker, 2021).

Using customer information systems enables organizations like Hilton Hotels to personalize services, improve customer retention, and increase profitability by fostering stronger customer relationships. Such systems exemplify strategic use of information to differentiate offerings and enhance customer experience (Kumar et al., 2020).

The value chain model offers a comprehensive view of activities that generate value, from inbound logistics to after-sales service. It emphasizes where information technology can optimize each activity, thus providing competitive advantages through better efficiency, differentiation, and cost leadership (Porter, 1985).

Supporting activities such as infrastructure, human resources, and procurement are essential for enabling the primary activities in delivering value. Efficient management of these support functions enhances overall organizational performance and responsiveness to market dynamics (Hill & Jones, 2019).

Benchmarking involves measuring performance against industry standards or best practices to identify areas for improvement. This process enables organizations to refine their operations continually and adopt innovative practices that drive competitiveness (Camp, 1989).

Virtual companies leverage external capabilities—using others’ resources and expertise without being physically tied to them. This strategy enables flexibility, faster market entry, and cost savings, especially in the digital economy (Chen & Popovich, 2003).

Global organizations develop core information systems centrally and replicate them across markets, facilitating standardization and efficiency. Franchisers exemplify this approach, ensuring uniformity while allowing local adaptations (Bartlett & Ghoshal, 1989).

Technologies like the iPad disrupt traditional industries by creating new ways for consumers and businesses to interact with content—most notably in publishing, where digital delivery has transformed consumer behaviors and publisher strategies (Christensen, 2013).

References

• Bartlett, C. A., & Ghoshal, S. (1989). Managing across borders: The transnational solution. Harvard Business Review, 67(5), 122-132.
• Camp, R. C. (1989). Benchmarking: The search for best practices that lead to superior performance. ASQC Quality Press.
• Cavoukian, A. (2010). Privacy by design: The 7 foundational principles. Information Privacy Commissioner of Ontario.
• Chen, P. Y., & Popovich, K. (2003). Understanding customer relationship management (CRM). Business Horizons, 46(2), 27-36.
• Christensen, C. M. (2013). The innovator's dilemma: when new technologies cause great firms to fail. Harvard Business Review Press.
• Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2019). Strategic management: Competitiveness and globalization. Cengage Learning.
• Laudon, K. C., & Laudon, J. P. (2020). Management Information Systems: Managing the Digital Firm. Pearson.
• Lopez, D., et al. (2021). Collaboration tools and organizational performance: A framework for effective implementation. Journal of Information Technology, 36(4), 347-365.
• McAfee, A., & Brynjolfsson, E. (2017). The second machine age: Work, progress, and prosperity in a time of brilliant technologies. W. W. Norton & Company.
• O'Brien, J. A., & Marakas, G. M. (2020). Management Information Systems. McGraw-Hill Education.
• Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
• Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78-93.
• Rainey, H. G., & Steinbauer, P. (2021). Organizational theory in public management. CRC Press.
• Steinbart, P. J., et al. (2019). Accounting Information Systems. Pearson.
• Tucker, C. (2021). The Competitive Dynamics of Satellite and Internet TV. Journal of Media Economics, 34(2), 89-109.
• Turban, E., et al. (2018). Information Technology for Management: Digital Strategies for Insight, Action, and Sustainable Performance. Wiley.